AT&T case study: how we restructured real estate operations

Article Abstract:

AT&T undertook a restructuring process in 1993 to improve the quality of its services and decrease real estate occupancy costs by improving space utilization. The process was implemented based on three key points: strengthening corporate real estate policies; emphasizing the roles and responsibilities of every business unit within the company; and, encouraging employees to adopt best industry practices. The company attributes the success of the process to two main elements: the involvement of all levels of the company and evaluation of the company's relationship with other units based on a modified real estate commercial model.

Evaluation, T, American Telephone and Telegraph Co., Facility management, Facilities management

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London calling: Europe's real estate revolution

Article Abstract:

The Europe-based International Development Research Council's Winter Congress in London emphasized the need for more resourceful methods in corporate real estate management. The move is in light of the increasing globalization and outsourcing in Europe's corporate real estate market. The focus is put on real estate managers' role in building investor relations and diverting emphasis from cost to productivity. Real estate managers must participate in strategic management by acting as asset managers instead of simple business dealers.

Conferences, meetings and seminars, International Development Research Council

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EVA in Europe: will it expose the real estate 'goats'?

Article Abstract:

European corporate real estate managers may soon feel the adverse effects as firms start integrating economic value-added (EVA) accounting, establishing whether capital management is boosting or constricting corporate assets. The use of EVA may create a huge change in balance-sheet structure that reveals low-performing properties. The altered balance sheets will wash out extravagant asset employment.

Methods, Accounting

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